KE Y INSIGHTS FOR BUSINESS LE ADERS 2017

Presented by

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Introduction from NEDgroup Chairman, Barry Gamble

Inside This Issue

Barry Gamble has been Chairman of NEDgroup since 2010. Barry is an experienced Chairman in the publicly quoted, private and charitable sectors.

He is a former ‘Editor at Large’ of BoardRoom magazine, a writer and commentator on corporate governance and the roles / responsibilities of Directors.

As well as coaching and advising a number of companies - which he sees as a possible first stage to a full NED role for both company and coach - he is Chairman of AIM quoted LightwaveRF PLC and Finance Chairman at Tudor Hall School.

Barry Gamble Editor of BOARDtalk, Chairman of NEDgroup

Introduction from NEDgroup Chairman, Barry Gamble 3

Our Partners 4

The NED of Today 6

Engaging with Blockchain 8

NEDgroup Events 10

The Fifth NEDgroup Annual Debate 12

NEDgroup in the Financial Times 14

Four Reasons Why We’re Still Talking About Diversity on Boards 16

“We” vs “I” 17

Some of our past speakers and debaters 18

Welcome to the 2017 Edition of BOARDtalk from NEDgroup.

NEDgroup, which was established back in 2005, continues to build a strong and successful community of Non Executive Directors (NEDs), aspiring NEDs and Nomination committee members seeking to appoint NEDs to their boards.

The publication of BOARDtalk is the cornerstone of our formal communication into this community. This is supported by our quarterly NED events, the Annual Debate, and periodic newsletters now augmented by an increasing proportion of video content.

The objective is to keep you informed about our activities through event reviews and we hope, through your active participation, to have facilitated some contribution to thought leadership.

In previous editions of BOARDtalk we have made the Annual NEDgroup Debate the centrepiece. Although we still continue to cover the debate and the formal debate process, which is very much a signature of the NEDgroup, we have varied the approach this time.

This year’s motion, “This house believes NEDs must get political and use their influence to ensure we remain in the EU” is already considered to be passed its “sell buy” date post the Referendum. This has encouraged us to include some guest articles on board diversification and the challenge and opportunity presented by new technologies. These remind us that while formal corporate governance codes might evolve slowly, the world of the NED is changing fast and the demands on NEDs and Chairmen are increasing all the time. There is a particular challenge for NEDs who have grown up in an analogue world having to adapt to the digital world which is now so dominant.

We hope you like this blend of material and enjoy reading this latest BOARDtalk. None of this would be possible without the speakers and debaters who have informed and energised us. Sincere thanks to them all and to you, the members of the NEDgroup community who continue to be so actively engaged with the project.

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Our Partners

Moore Stephens is a top ten accounting and advisory network, with offices throughout the UK and members across the globe.

By combining local expertise and experience with the breadth of our UK and worldwide networks, clients can be confident that, whatever their requirement, Moore Stephens provides the right solution to their local, national and international needs.

Russam GMS is the UK’s longest established Interim Management provider, a leading Executive Search firm and partner firm of Trustees Unlimited.

We exist to provide innovative talent solutions for our clients; identifying experienced people to deliver results and help transform their organisations. Our values underpin everything that we do; we are reliable, innovative, open and trustworthy and we have a culture based on our collaborative style, pioneering spirit and sense of family which we extend to our clients, candidates and colleagues.

At Russam GMS we pride ourselves on being one of the most networked talent firms in the UK. We

are a founding member of the WIL Group, a global collective of 16 firms with 36 international offices.

We have forged long-lasting client relationships that range from leading commercial organisations across the private sector to central and local government, NHS and not-for-profit organisations.

For further information, please contact Jason Atkinson or Ian Joseph: 020 7099 2222 www.russam-gms.co.uk hq@russam-gms.co.uk

‘’We have been an audit and tax client of Moore Stephens for 20 years. In that time, we have always found them to be very supportive, timely, commercial and pragmatic with their advice.

‘’During this time, Mace has grown significantly in both size and complexity to a £1.3 billion turnover group operating in 70 countries around the world.

It is the personal time and attention that we receive from the Moore Stephens team, both in the UK and overseas that we, as a multi-national group, value most.

‘’We do not feel that we would get this attention from a large firm.’’

A client’s story

Our dedicated Owner Managed Business group has a long-standing history and solid reputation of acting for a significant number of owner managed businesses, ranging from family businesses, sole traders and entrepreneurs, through to limited liability partnerships and limited companies, both private and public, domestic and international.

Our all-round approach with businesses, from the

smallest to the largest, means we become our clients’ trusted adviser to work alongside their non-executive directors in the boardroom

We know that no two businesses are alike, and have a wealth of experience in supporting businesses to address the challenges they face as a result of growth and expansion, maturity or financial distress.

Working with your Board

‘’We do not feel that we would get this attention from a large firm.’’

Phil Cowan, Partner +44 (0)20 7334 9191

Duncan Swift, Partner +44 (0)23 8033 0116 Moore Stephens LLP www.moorestephens.co.uk

Please visit the Moore Stephens website or contact:

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The NED of Today

The strongest NED is the one joining a board for the right reasons. It’s essential to choose an organisation where you believe you can offer real value as a board member.

It’s important to think about what you can contribute and really ask yourself what you have that makes you different from others. You should also join an organisation where you are going to enjoy the experience and where you feel valued.

Leading boards are becoming more professional in their attitude towards recruitment. They understand the importance of a strategic approach to governance so as to ensure a good mix and balance of skills and experience to provide the necessary blend of challenge and support to those in management.

The Chairman of the Board is central to guaranteeing a dynamic culture and that each member contributes to this collective pool of talent to meet the needs and complexities of the organisation they are servicing.

The role of an NED requires the foundation of ability to examine, evaluate, analyse and above all, establish trust. However, the need for an NED with a varied and strategic skill set is becoming ever more prevalent.

As an example, we have noticed that Boards are increasingly looking for NEDs with strong financial acumen who can understand and decipher complex financial data. Industries such as Financial Services will require you to have an even more in depth knowledge of risk and regulatory compliance.

NEDs also need to keep up to date with changes in technology. Today it impacts all areas of most businesses and so getting to grips with change as quickly as possible is key.

Boards are now looking for individuals with specific experience of digital communication platforms. This is a particularly common requirement on boards in the Retail & Consumer industry. Likely candidates will come from younger generations who have grown up with advancing technology and online as the norm.

The ideal NED of today needs to understand these developing requirements of boards and take steps to ensure they possess the knowledge and breadth of experience to assist. They need to have the time and passion for their chosen business and always be willing to improve and build on their current skill set.

As head hunters, our executive searches are wide, and we are continually looking for a diverse range of individuals to make certain that boards are able to meet the challenges that lie ahead.

Melissa Baxter, Director of Executive Search

by Melissa Baxter, Director of Executive Search, Russam GMS

Melissa Baxter is the Director of Executive Search for Russam GMS. Melissa has over 15 years of wide-ranging, senior level recruitment and consultancy experience, advising boards across all sectors.

Melissa has led searches which have resulted in the successful appointments of Chairs, Chief Executives and Directors within the not for profit and private sector.

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Engaging with Blockchainby Cathy Kay, Associate Director – Executive Search, Russam GMS

You will see a theme running through this issue which recognises that the business world and business models continue to evolve, change or be disrupted. This clearly represents a real challenge to NEDs who cannot afford to be disengaged

from the impact of these shifts. A good example of this is the much talked about but, for very many, little understood Blockchain phenomena.

Blockchain is the technology that underpins the cryptocurrency, Bitcoin. Born out of a paper written by mythical Satoshi Nakamoto in 2009, Blockchain is an open distributed ledger technology that allows secure transactions to take place between different parties without needing a central clearing house such as a bank.

Blockchain is still in its infancy and remains technical and complex and not many people know the implications, but we are witnessing a gradual recognition that something important is happening. The tone of conversation has now shifted from, “Is this relevant for us?” to “How do we best engage?” This goes beyond the technologists and visionaries to the pragmatists, conservatives and some sceptics.

For the “non-techies” a lack of understanding may be irrelevant as this rarely stops us from using new technologies and we embrace them quickly too. Our rate of adoption can be so speedy that we hardly remember what life was like before a device or application became part of our everyday lives; take mobile phones, Airbnb, Uber, video calls, electric cars, 3D printing, Pokémon GO, internet banking as a few examples. The demise of the cheque book surprised many! Try telling a young person how you used to arrange to meet your friends. The idea of waiting outside the local phone box is as confusing to them as Blockchain may be for some of us.

Most talk of Blockchain is within business applications but there are many potential personal applications. This disruption could well impact on the way we manage our lives as smart contracts, new ledgers and transparency may soon become the only acceptable way for individuals to do business. So should we be open minded and accept that the disruption and adoption has already begun and we need to join in?

Early adopters of Blockchain include the Charity and Financial Services sectors, where Russam GMS, have a strong heritage. We can see that Boardrooms across all industries are beginning to embrace Blockchain meaning the Chairman, CEO, COO, CTO and all NED’s will have roles to play. They need to ask the key questions to help establish their company’s position prior to Blockchain integration.

Boards are thirsty for knowledge, and as a deeper understanding of Blockchain applications and their benefits are understood, there is a new demand for leaders who can head the strategy conversation and work closely with vitally important specialist partners such as legal, identity and security.

Following our successful ‘Evolution of Blockchain’ invitation only event, Russam GMS are making our mark as the people specialists for digital leaders including Blockchain. These Digital Leaders are likely to have great intelligence around regulation, legal, security and identity and will be well placed to work closely with boards to prepare for the opportunities and threats and help them define their Blockchain Strategies.

Blockchain evolution is not limited to any sector or business, it is a growing technology revolution that enables huge changes in business models across the board. Stay tuned to Russam GMS if you want to attract the next generation of these leaders to work in your business or charity.

Cathy Kay, Associate Director - Executive Search

Cathy Kay is a veteran of the recruitment and executive search industry. In addition she is a trusted career advisor and coach to ambitious executives and has coached over 200 MBA graduates guiding them to successful careers.

Expertise in executive search across all sectors for Fortune 500 as well as recently funded start-up companies she is particularly recognised for her work within the technology industry including innovation, digital transformation, technology infrastructures and for companies where tech is a vital platform.

Supporting entrepreneurs in start-up communities advising on growth and people issues Cathy is on-call to support these young ambitious communities and our future business leaders.

All over the world major corporates are joining forces. R3 is the group which is spearheading efforts to standardise Blockchain technology in financial technology and has more than 40 members including Barclays, HSBC and Goldman Sachs. Eventually the advantages to us as individuals will be understood and desirable as long as we trust that our identities are secure, the chains can be trusted, it makes economic sense and it will potentially save us perhaps the most precious commodity of all…time.

They need to ask the key questions to help establish their company’s position prior to Blockchain integration.

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Jason Atkinson Managing Director of Russam GMS

NEDgroup Events

Dr Tracy Long, Founder, Boardroom ReviewDr Tracy Long, the Founder of Boardroom Review, was our guest speaker at the first NEDgroup event of 2016. She is one of the most experienced and best connected in the field of board review and assessment. Tracy also has had broad experience across plc, mutual, privately owned and public sector organisations, and has conducted over 160 international board evaluations.

She gave us an interesting insight into how individual directors and whole board reviews contribute to the work of top performing boards. In particular, Tracy highlighted three main areas that, in her experience, really matter in board reviews.

Firstly, she addressed the importance of talking about the board itself, the work that it does, and the approach the board needs to take in order to complete this work.

Secondly, Tracy said we must focus on the basics and see them as “the corner of the jigsaw.” These basics include how well the board uses its time and the quality of information passing through.

Lastly, Tracy stredded that the most important thing to consider is the actual contribution the board is making, for example, the composition and culture of the board and the human dynamics that add value to the company.

There are now several approaches that have developed over the last decades on what good succession looks like, such as internal appraisals about the contribution each board member makes.

Sir Martyn Lewis, Chair, NCVOSir Martyn Lewis is the Chair of the National Council for Volunteering Organisations (NCVO). He spoke about Trustee and NED roles in the charitable sector and the importance of volunteering.

With around 180,000 charities in the country, of which 90% rely upon unpaid volunteers, he described the important role that the Trustees and NEDs play in ensuring the continued success of these organisations.

He argued that most charities will, at some point, need to appoint at least one trustee. In particular, seeking those with a financial or commercial background. He went on to say that this reflects how charities should not be run any way except commercially with a proper approach to governance.

Sir Martyn tackled some of the high profile problems which have affected a few charities recently. He argued strongly that these tiny number of instances, often in large charities, should not be allowed to dissuade people from volunteering.

Providing time through volunteering is, in his view, a mark of a civilised society. Since charities are estimated to provide approximately £65 billion to the economy this a massive contribution.

Sir Martyn’s enthusiasm and passion for volunteering reminded NEDgroup members that best boardroom practice and governance can really contribute to the running of the charitable cause. Trustees Unlimited’s Ian Joseph reports that he continues to take calls from those enthused by Sir Martyn.

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The Fifth NEDgroup Annual Debate

The EU referendum was fast approaching in early June, so it seemed only right to have the UK’s possible exit at the centre of the debate.

The motion: “This house believes NEDs must get political and use their influence to ensure continued EU membership.”

Proposing the motion was Mark Boleat, Chairman of the Policy and Resource Committee of the City of London Corporation and a supporter of Britain Stronger in Europe. Seconding the motion was NEDgroup regular, Paul Clarke, whose executive and NED careers have always had a strong European component.

Opposing the debate was the former MP, Anthony Coombs, now Chairman of a number of business and charitable interests, in addition to being a Business for Britain supporter. He was seconded by property entrepreneur, Ben Habib, whose company AIM quoted First Property Group PLC has interests in central and Eastern Europe.

Mark and Paul, arguing for the motion, gave examples of some of the misinformation in the debate. They reiterated that institutions such as the European Courts of Justice and the European Human Rights Act were in fact separate from the European Union.

They went on to discuss some of the issues directly affecting businesses:

• Staying in the EU would maintain the freedom of trade currently enjoyed by UK businesses in the single market. If the UK were to leave the EU, it would impose restrictions and a lengthy renegotiation process would begin.

• Since joining, the UK has become a key part of the EU, contributing both to trade and economically and publically.

• The UK is one of the strongest countries in the EU and, through freedom of movement within the EU, the UK has been one of the few to do well economically.

• Mark made clear it is not the case that Brussels has complete control over how we run our country. We have the freedom and power to enforced UK rights and regulations that suit our country’s needs.

The opposers to the motion argued:

• Staying in the EU is limiting our trade so that it is becoming a lengthy and difficult process to trade internationally. Ben then argued that it will actually be easier for the UK to negotiate a trade deal with the US. He had a letter published in the FT on this point.

• Staying in the EU means we have less control and risk being constantly overridden by Brussels.

• There are an increasing number of immigrants who are entering and staying in the UK every year suggesting that we have lack of control over our borders.

• They asked since joining the EU, what significant benefits has it brought to the UK? They suggested that there were very few.

The motion was opened to the floor, which immediately questioned why the actual motion hadn’t been addressed more explicitly. There were a great variety of nationalities, sectors and professions represented.

Some of the key points to come from the floor were:

• Non-executive directors must put aside their personal opinions when thinking about what decision is best for their business.

• A number of individuals from the EU spoke about how it would affect them as individuals living or conducting business in the UK. If there was a Brexit, where would it leave them? They also suggested that there is a real risk of prompting a pull back in business and investment in the UK.

• Following on from the previous point, within universities and businesses a good percentage of employees and students are from the EU, creating a valuable talent pool and resource to the UK.

• A view from the Netherlands was that the UK is one of the few countries in the world who have a truly international approach to attracting talent.

• A from view from Italy was that if the UK were to leave, it may prompt other key contributing countries to do so.

The one point that most agreed on was that non-executive directors should not ‘politically’ influence their business, but should provide the workforce with the information on how Brexit would affect them personally.

At the end of the debate the motion was carried, with 60% voting for and 40% against. In fact, there was barely a change between the opening poll and the final one.

Since the referendum result, Mark Boleat has been vigorously arguing the case for the City of London to continue as a leading financial centre. Media appearances have included continental European TV channel. Ben Habib has been published in the Financial Times.

Ben Habib Anthony Coombs Barry Gamble Mark Boleat Paul Clarke

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NEDgroup in the Financial Times

The two letters published in the last few months are, we feel, part of a wider theme which is a key part of the philosophy of the NEDgroup.

During our debate back in 2014 we tackled the very important issue of women in the boardroom with the motion, “This house believes that statutory proportionate gender representation (i.e. quotas for women) is an irrelevance”. It was natural for us to stay engaged with this topic when the slow engagement of female directors was reported upon.

Since this debate we have concluded that having more women in the boardroom is too narrow a focus. What really matters is more diversity and continual refreshment of board members. Chairmen and nominations committees should be seeking to design boards that think differently from those in the past. There are always significant and strategic challenges, from digital or other innovations, arising across a wide variety of sectors. Only those boards able to achieve real diversity of thinking will be likely to succeed.

If governance is not handled well in the leading, large companies how much harder does it become to make the

right call in smaller organisations?

Theresa May has talked about Non-Executive directors being “drawn from the same, narrow, social and professional circles as the executive team...” She highlights a real challenge for boards to avoid fashioning themselves in their own image. Rather than looking in the mirror perhaps more directors should be looking out of the window for their successors?

Many feel that there are still too many corporate governance “blow ups”, even in FTSE100 companies. Too often executive pay, board succession, poorly judged M&A and poor execution linked perhaps with a lack of proper strategic decision making arise as problems. If governance is not handled well in the leading, large companies how much harder does it become to make the right call in smaller organisations? There is a danger of governance getting a bad name and being seen as hindering the running of a business when in reality this is rarely the case.

We want to develop the receptivity of smaller, start up and high growth companies to practical and positive governance influences. We want to ensure it all starts with the leadership of the Chairman and with a dynamic and positive relationship with the CEO. Nominations committees take their tone and brief from this key foundation.

The second FT letter, although in response to the aftermath of the Brexit referendum decision, was deliberately framed in a governance context. It served as a reminder of how activists seek to achieve influence over a board and how easily boards can fall into the trap of being run to a management agenda rather than that of the shareholders.

Whether NEDgroup is being quoted in the Financial Times, followed in social media or being reported on through our regular newsletters, we very much want to facilitate your input to thought leadership so that boards, and in particular NEDs, are able to make a really effective contribution.

Incumbent on new board to dissolve joint ventureJune 29 2016

Push against stereotypes to refresh the boardsDecember 30 2015

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Four Reasons Why We’re Still Talking About Diversity on Boards

by Monique Svazlian Tallon, Founder, Highest Path Consulting & Author, Leading Gracefully: A Woman’s Guide to Confident, Authentic and Effective Leadership.

The business case for having more women on boards is clear. It has been shown that when there are two or more women on a board of directors, the organisation performs better on its ROI by 66%. If any other investment opportunity presented this kind of potential gain, businesses would have jumped. But they haven’t. Some say it’s due to a lack of understanding of the business imperative, others point to a pipeline issue or a lack of mentoring. However, neuroscience points us to reasons that may not be in our current consciousness, creating barriers to capitalizing on those would-be gains.

Here are four types of gender bias that are contributing factors, the awareness of which is only the first step toward parity on boards.

1. Performance Bias:

Studies show that performance of those in the dominant, “in-group” (in this case white men) is based on their potential, not on their accomplishments. Therefore, male performance is over-estimated compared to that of women. Because women are held to stricter and higher standards, the odds of them progressing are lower.

2. Performance Attribution Bias:

When men and women perform an act, men are given credit more often while women are judged more harshly. Men are thought to have innate brilliance, whereas women are thought to have made it due to a stroke of luck or help. Who would you like your board? Someone who you think is brilliant, or someone who got there because of pure luck?

3. Maternal Bias:

There is a general belief that women cannot be both good mothers and good performers, therefore women with children are less likely to be hired and promoted. Could this be a contributing factor in decisions made about women coming on to boards who are of mothering age?

4. Double Bind:

Women have the unique challenge of having to choose between being seen as competent or being liked, walking a tightrope between being too nice or being assertive, which often puts them in a double bind. Leadership qualities are still attributed to masculine qualities like being assertive, confident and direct, but when women present with this style, they are chastised.

Of course, there are many other types of unconscious bias, however these four in particular make it infinitely more difficult for women to break through into the ‘boy’s club.’ Awareness, mindfulness and behavior change are the antidotes, as is honest and open dialogue about the real impacts of bias and how to overcome them to achieve more balance.

“We” vs “I” by MB Christie, Chief Operating Officer, Tech City UK

“For most women, the language of conversation is primarily a language of rapport: a way of establishing connections and negotiating relationships…For most men, talk is primarily a means

to preserve independence and negotiate and maintain status in a hierarchical social order.” Deborah Tannen, You Just Don’t Understand: Women and Men in Conversation.

I’m a woman. It is easy for me to say “we.” I was raised with two sisters and attended a girl’s summer camp and a girl’s high school. I learned how to juggle for power and authority in the way women have been doing for centuries – by sharing with others to build lasting friendships, making decisions that others support, and supporting the contribution of those around me. Girls don’t like “selfish” girls who don’t share. The evil girl in every book, film, and fairy tale is the dominating “bossy” girl who is selfish and exclusive.

Unfortunately, my in-born desire to say “we” contradicts the in-born nature of most men who use language to spar and establish hierarchy. In other words, they are more comfortable with “I.” The fundamental building block of a hierarchical organization is a pecking order – a pecking order needs competition between individuals or “I.” So, if you don’t establish yourself as an “I,” your chances of making it up the corporate ladder are nil.

But the longer I work in digital, the bigger problem this presents. A truly successful digital business needs leadership, no doubt, but it needs humility too. This isn’t about men versus women; this is about accepting different communication styles from people of diverse backgrounds. We are all global businesses today; we all need to be empathetic to a range of cultural and communication styles that we could ignore previously. We need more “we” to be successful in the digital world.

In the Internet age, we are all selling experiences directly to end customers (regardless of whether the contract is with a business or an individual). We are giving them digital experiences on the devices that are most personal to them – their phone, tablet, laptop and TV screen. And if corporate cultures don’t adopt to be more inclusive – to look more like the people they are selling to – then they will fail in the long-run. This isn’t about tolerance of differences, it is about embracing differences and creating something richer for it.

At Tech City UK, where as COO I work with the “next generation” of business leaders every day, I see more “we” than “I” in their operating style everyday. They use agile practices, like daily standups, and collaboration tools like Slack, Trello, Google docs, to make sure all information is open and transparent. They innately know that the quietest people in the room are often those that have the best ideas and brightest talents. It isn’t the old jock who is thumping his fist; it is the silent, sensitive coder in the corner who has a brilliant idea about how to crack a problem. In his or her youth, that coder was probably spending more solitary time playing on the computer than out in the sports field with mates. But, even though that coder’s style is different, it doesn’t mean that his or her contribution is any less valuable than someone higher up the hierarchy.

If today’s corporations are going to thrive into the next decade, they must adapt to be more about connections and relationships than hierarchies. Today’s boards have to create the culture that listens and brings out the talents of all of those in the team – without letting noise from some drown out the whispers of others who aren’t schooled in “I.” This isn’t easy. I’ve been at it for decades and still haven’t mastered it. But my advice is that if you err towards “we” over “I,” you’ll succeed in the digital world that feeds on collaboration as well as competition.

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Ruth Bender Cranfield Business School

Mark Boleat Chairman, City of London Policy and Resources Committee

Gavin Casey Non Executive Chairman, VSA Capital Former CEO, London Stock Exchange

Professor Andrew Chambers Author, Chambers Corporate Governance Handbook Audit Consultant

Paul Clarke Serial NED

Anthony Coombs Chairman, S&U Plc Former MP

Louis Cooper Chief Executive, Non Executive Directors Association

Professor Colin Coulson-Thomas Director General, IOD India

Sheryl Cuisa Founder Boudicca Proxy Consultants

Patrick Dunne Visiting Professor, Cranfield Business School

Steven Fine Chief Executive Officer, Peel Hunt LLP

Tim Foster Group Legal Advisor, John Laing PLC

Professor Russel Griggs OBE Serial NED, Director, Chair and Board Member Former Chairman, CBI UK SME National Council

Ben Habib Group Chief Executive & Chief Investment Officer, First Property Group Plc

Sir Jeremy Hanley Serial NED

David Henderson Kleinwort Benson

Nicola Horlick CEO, Money&Co

Leon Kamhi Director Hermes EOS

Sir Martyn Lewis Chair of the National Council for Volunteering Organisations

Tracy Long Founder, Boardroom Review

Neil Mahapatra CEO, Kingsley Capital Partners

Clive Parritt Former President, ICAEW Managing Partner, Baker Tilly

Keith Smith NED, Institute of Risk Management

Murray Steele Chairman, LINX London Internet Exchange

Marcus Stuttard Head of AIM, London Stock Exchange

Christine Tacon, CBE UK Government Groceries Code Adjudicator NED, Met Office, Anglia Farmers

Gillian Wilmot NED, Nisa and Elexon

Peter Wray Founder / Chairman, Loyalty Matters

Some of our past speakers and debaters

About NEDgroup

NEDgroup is designed for senior independent executives who either are NEDs or want to be and have the personal and professional attributes to do so.

NEDgroup is proving invaluable to a growing number of business Chairmen and CEOs looking to recruit one or more NEDs and seeking a broader and more precise understanding of ways of making this process more effective.

NEDgroup’s focus and also the target market of NEDsearch is on the 2,000 mid and small cap companies outside the FTSE 250.

This includes the AIM and also many private companies of a size that would value an NED being on the Board.

Our regular meetings explore current issues in the NED market and provide an opportunity to exchange information and ideas with other members.

If you would like to join our events or for more information about NEDsearch please contact:

Cathy Kay Associate Director - Executive Search Russam GMS 020 7099 2222 hq@russam-gms.co.uk www.russam-gms.co.uk

Designed and produced by Russam GMS